Transformational and Transactional Leadership - Essay Example

It is said that leaders are born not made, but if emerging research would be believed, the more effective leaders might well be the latter. In an empirical study aimed at determining the common leadership styles of managers and commanders, two major categories were identified: transformational and transactional leadership (Bass & Avolio, 1993: 112-121). Transactional leadership, which was the dominant style in the early years of the army, emphasizes a clear chain of command, yielding authority to the leader and presupposing total compliance among the subordinates, and in so doing or non-doing, entails certain reward or punishment-a merit or a demerit.

This type of leadership employs the principle of "management by exception", which simply means that if something is operating to expectations, it needs no further attention. However, when expectations are exceeded, a citation is conferred; disciplinary or corrective sanctions are applied for performance below expectations. Transactional Leadership is therefore a contingency-based management style where reward or punishment is dependent on performance (Changing Minds.org, 2009).Transformational leadership on the other hand presupposes leadership by inspiration.

Vision and passion are incumbent upon the leader in order to engage followers. Enthusiasm and energy are the fuel by which the leader-follower relationship thrives on. Transformative leaders create followers, by carefully building trust through personal integrity, which is a decisive element of the relationship. "Transformational leaders sell themselves as well as the vision." (Changing Minds.org, 2009)The great English statesman, orator and journalist Winston Churchill exhibited the dominant traits of a transformative leader.

His fortitude and resolve helped propped the British nation and the Allied forces in the face of relentless and aggressive of the German-led Axis alliance during the Second World War. Perhaps the best evidence of his transformational stle can be inferred from the great speech he gave before the Battle of Britain, spoken before an embattled Bristish forces.". we shall fight in France, we shall fight on the seas and oceans, we shall fight with growing confidence and growing strength in the air, we shall defend our island, whatever the cost may be, we shall fight on the beaches, we shall fight on the landing grounds, we shall fight in the fields and in the streets, we shall fight in the hills; we shall never surrender.

" On the other hand, just across the English Channel in Nazi-occupied 1940 France, German forces under Hitler commanded his men with a vicious mix of menacing threats and generous rewards for upholding the party directives. His rise to power was marked with struggles against the established Bavarian government which his Nazi party eventually overthrew. Although he also exhibited characteristics of transformational leadership in his early political career which swept him to power, he increasingly eschewed this in favor of the transactional leadership style which defined his autocratic reign during the fascist campaign of the Second World War.

Under his rule, he strictly enforced a blind obedience to the chain of command and an almost fanatical command of party loyalty. His popularity among his generals was unassailable. He kept a wary citizenry in check by playing up propaganda against a supposed enemy - the International Jewry who are allegedly out to rule the world. Although in practice, there is no one single leadership style that is transactional or transformational exclusively throughout. Often, leaders resort to both styles in order to achieve their respective visions.

At one time or another, one leader may be inclined towards the "carrot and stick" method, or exploit one's strength especially in the art of influencing people through the power of persuasion or sheer charisma to achieve an organization's objectives. Either way, one's dominant leadership style will ultimately be defined by his legacy-the lasting esteem or the glaring shame of the very people they have sought to lead. Works CitedBass, B, M., Avolio J. B, (1993), "Transformational leadership and organizational culture", Public Administration Quarterly, Spring,112-121.

International Hotels Environment Initiative. (2004) International Hotels Environment Initiative (IHEI) [Internet]. London, IHEI. Available from: [Accessed 04 March 2004].Straker, David. "Transactional Leadership" Changing Minds.org. (2002-2009) [Internet] Available from: [Accessed 29 April 2009]. "We Shall Fight on the Beaches, 4 June 1940". Churchill Centre. [Internet] Available from: [Accessed 29 April 2009].